Then chips stopped being just another component. They became strategic assets. Governments started talking about supply chain resilience and technological sovereignty like their national security depended on it, because in many ways, it does. Suddenly, the rules of the game shifted. Talent, technology, and industrial ecosystems became the new battlegrounds, and international cooperation had to be rethought from the ground up.

In the middle of this realignment, something interesting has been taking shape. With support from Taiwan’s Ministry of Foreign Affairs, a cross-border initiative called the Advanced Chip Design Research Center (ACDRC) has been quietly building bridges between Taiwan and the Czech Republic. It is not just another academic exchange program. It is a structured platform designed to connect two very different but surprisingly complementary semiconductor ecosystems.

On the Taiwan side, the center is driven by the National Institutes of Applied Research (NIAR). The Czech counterpart brings together three institutions: Masaryk University, Brno University of Technology, and Czech Technical University in Prague, operating under the umbrella of the CyberSecurity Hub CZ. The key figures include Jirí Háze, who serves as Director of the ACDRC Center and heads the Microelectronics Department at Brno University of Technology, and Jirí Jakovenko, a professor and vice dean at Czech Technical University in Prague.

When we spoke with them, both emphasized that this is not just about signing agreements and holding conferences. The center was built to do real work, training people, conducting research, and bringing industry into the conversation from day one. At a moment when everyone is worried about supply chains and who controls critical technology, this Taiwan-Czech partnership offers a different way of thinking about what international collaboration can look like.

Two Ways of Teaching, One Goal

If you put Taiwanese and Czech engineering education side by side, you would struggle to find two approaches that look more different. And that, it turns out, is exactly the point.

Taiwan’s semiconductor industry is a tightly integrated machine. Design, manufacturing, packaging, testing, it is all there, often within driving distance. Universities have built themselves around this reality. Students spend their undergraduate years in cleanrooms. They work on company projects. They learn the tools and processes they will use in their careers before they even graduate. When they enter the job market, they hit the ground running.

Jakovenko has watched this up close. The connection between Taiwanese universities and industry is extraordinarily tight, he told me. Students are working on real manufacturing processes and corporate projects while they are still in school. By the time they finish, they already know how to do the job.

The Czech approach could hardly be more different. It reflects a European tradition that prioritizes theoretical depth over practical training. Students spend years building a foundation in microelectronics, circuit design, materials physics. They learn to think systematically about problems. They understand why a chip works the way it does, not just how to make one.

At the same time, the universities maintain long-term cooperation with industrial partners, who provide guidance on the skills students need. Some industry experts also teach courses, and more than half of the instruction is devoted to practical lab or computer exercises. The universities take pride in their facilities, including clean rooms where students gain hands-on experience, which is uncommon in Europe.

Jakovenko sees the tradeoffs clearly. The strength of Czech education is that students develop a deep understanding of entire systems. They do not just learn a process, they understand the principles behind it. But when they started working with Taiwan, they saw something else. Students who get exposed to real industrial problems during their studies learn in ways that classrooms cannot replicate. The combination, he believes, is powerful.

Háze thinks about it in structural terms. The Taiwanese partners genuinely appreciate the theoretical depth Czech students bring to problems, he said. They think differently, more systematically. Meanwhile, the Czech side looks at Taiwan and sees how close integration between universities and industry can compress the time it takes to turn a graduate into an engineer. The center was designed to let these two models work alongside each other, each absorbing what the other does best.

The Challenge of Cooperation

Anyone who has worked in international collaboration knows how hard it is to move from a signed memorandum to actual results. The center tries to solve this problem through structure. Two working groups, one focused on talent cultivation and another on research collaboration, break the work down into pieces that can actually be managed and measured.

Háze walked me through how it works. The talent group brings Czech faculty together with Taiwanese universities and companies for curriculum discussions, joint student supervision, research coordination, and industry projects. It flows both ways. When the Czech side designs a new microelectronics course, they might consult with Taiwanese industry about what skills weigh more on the ground. When Taiwanese partners shape a research agenda, they might draw on Czech expertise in system-level design.

The research group operates with a similar philosophy but a different focus. Projects are designed from the start with applications in mind. This is not blue sky academic work. Háze emphasized that the structure deliberately aligns research with industrial needs. Projects that involve direct collaboration with Taiwanese companies are particularly promising because they force everyone to think about technical requirements and market conditions from the beginning, not as an afterthought.

This approach is changing how students experience international exposure. In the past, studying abroad often meant language practice and cultural immersion, valuable but limited. Under this framework, students land in real research environments. They work on actual problems.

Jakovenko has seen the impact in their feedback. The biggest takeaway, students tell him, is understanding the whole development chain. Design, simulation, testing, deployment, they see how it all connects. Working in Taiwan pushes them technically, but it also builds confidence in navigating international teams and thinking globally about their work.

The Moment It Became Real

Every collaboration has a turning point, the moment when participants stop treating it as a temporary project and start seeing it as something worth building for the long term. For this center, that moment came around the second year.

The first students returned from Taiwan with stories about what they had learned. Jointly supervised papers started appearing in journals. Industry partners, having seen what the collaboration could do, began proposing their own research questions. The pieces started fitting together.

Háze described watching this shift happen. Activities that began as exchanges started becoming routine. Training programs under the talent group became regular events. Research collaborations under the other group kept expanding. When partners started applying for additional funding to extend projects within the existing framework, it signaled something important. They were no longer treating this as an experiment. They were investing in a relationship they expected to last.

That kind of institutional commitment matters for reasons beyond just continuity. It builds trust, and in semiconductors, trust is everything. Háze pointed out that cross-border technical collaboration inevitably runs into sensitive territory. Intellectual property, concerns about technology transfer, commercial secrets, these issues do not go away just because everyone has good intentions. The only way through them is relationships built over time. When people trust each other, they can have honest conversations about risks and boundaries. Without that trust, collaboration never moves past the superficial stage.

Jakovenko sees this playing out in the details of joint research. When you co-supervise PhD students from two different countries, you have to agree on basic questions. What is the goal of the research? Who owns the results? How and when can findings be published? Those conversations require a foundation of mutual confidence. Once that foundation is there, the conversation shifts. People stop worrying about protecting themselves and start asking how they can make the work more valuable together.

Bridging the Valley of Death

There is a well known problem in technology development. Great ideas come out of university labs all the time. Many of them never go anywhere. The gap between a promising concept and a viable product is wide, and most innovations die somewhere in between. Researchers call it the valley of death.

The center was designed with this problem in mind. Háze explained the logic. In Europe, moving from academic research to market deployment requires coordination among universities, industry partners, and applied research organizations. The center tries to accelerate that process by getting everyone involved early. When industry comes to the table at the project planning stage, research teams think differently. They worry about whether something can be manufactured at scale. They consider cost. They pay attention to how mature a technology really is. Those questions do not naturally occur to academics focused on publishing papers, but they are exactly the questions that determine whether a discovery ever becomes a product.

This applied focus is shifting how young researchers in the Czech Republic think about their work. For a long time, academic success was measured in publications and citations. Those things still matter, but Jakovenko has noticed something changing. More young scholars are starting to care about whether their research actually does something in the world.

He also sees it in the job market. PhD students and postdocs who have been through this program are unusually competitive when they start looking for positions. They have the academic credentials, but they also know how to work across cultures, how to understand what industry needs, and how to translate their technical knowledge into practical solutions. That combination is rare, and European high tech companies are beginning to notice.

There is a concrete example playing out right now. Jmem Tek, a Taiwanese semiconductor startup that got involved in the center’s research activities, decided late last year to open a subsidiary in Prague. They will hold an official opening in April, bringing together representatives from government, industry, and academia from both countries. The company started with academic connections. Those connections led to research collaboration. That collaboration led to enough trust that they decided to put down roots on the other side of the world. It is exactly the kind of trajectory the center was designed to enable.

Where This Could Go In The Future

We asked both professors what they hope this looks like in ten years. Their answers, independently given, pointed in the same direction.

Háze imagines the center evolving into something broader. A recognized hub for joint doctoral training. An incubator for research that actually matters to industry. A mechanism that connects academic and industrial partners across borders. Eventually, he hopes, it can open up to more partners across Europe and Asia, letting the network grow organically from the foundation they have built.

Jakovenko thinks about it from a European perspective. The continent is rethinking its entire approach to semiconductors. The European Chips Act and various national initiatives are all trying to build more resilient ecosystems. In that context, the center offers something useful. It is not trying to create new institutions from scratch. It takes existing strengths and builds a framework around them. That lightweight but structured approach, he believes, might be exactly what international collaboration in high tech fields needs to look like going forward.

He also offered a final thought that stuck with me. At a moment when semiconductors are at the center of geopolitical competition, when countries are scrambling to build walls and hoard talent, this partnership suggests a different path. Instead of trying to go it alone, it brings complementary strengths together. Instead of treating knowledge as something to protect, it treats it as something that grows when it flows.

Háze put it simply. Real technological sovereignty, he said, does not mean closing yourself off. It means having the ability to collaborate globally and benefit from it. In an era defined by competition over chips and the people who design them, that is a lesson worth remembering.

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The post When Semiconductors Became Strategic Resources, Taiwan and the Czech Republic Found a New Way to Win the Talent War first appeared on The Icons.

In such a fiercely competitive industry, few entrepreneurs have managed to shape its direction over the long term. Michael Morhaime, co-founder and former Chief Executive of Blizzard Entertainment, stands as one of the most influential figures in that transformation. From the rise of PC gaming in the 1990s to the emergence of massively multiplayer online worlds, and now to a renewed focus on creative culture, his career has closely mirrored the evolution of the modern games industry.

Morhaime has repeatedly pointed to the design philosophy that defined Blizzard and left a lasting impression on the industry: “Gameplay always comes first.” Originating from Blizzard’s long-standing internal principle, Gameplay first, this idea captures his core belief about game development: before any market strategy or technological innovation, the player experience must remain at the centre of everything.

A Generation of PC Gaming Shaped Not by Markets, but by Engineers with a Vision

In 1991, Michael Morhaime, together with his UCLA classmates Allen Adham and Frank Pearce, founded a small game development company in California named Silicon & Synapse. The company would later become known as Blizzard Entertainment. In its earliest days, the team was modest in size, primarily undertaking porting work and outsourced development. Yet during this period, the founders began to define a clear ambition: to build worlds of their own.

The release of Warcraft: Orcs & Humans in 1994 marked the company’s first breakthrough, while Warcraft II in 1995 significantly expanded Blizzard’s presence in the emerging PC gaming market. At the time, the industry itself was still in a phase of rapid evolution, but Blizzard’s titles quickly gained traction among players. Reflecting on the company’s design philosophy, Morhaime once remarked, “We want to make the best games possible.”

This commitment to quality allowed Blizzard to cultivate an unusually loyal player base throughout the 1990s. With the success of StarCraft (1998) and the Diablo series, the company’s global influence grew rapidly. In particular, the popularity of StarCraft in South Korea helped lay the foundations for modern esports, marking a moment when gaming began to establish itself as a global cultural force.

When Games Became Worlds, Companies Began to Run Entire Economies

The release of World of Warcraft in 2004 would prove to be one of Blizzard’s most consequential contributions to the industry. As a massively multiplayer online role-playing game (MMORPG), it introduced a fundamentally different model: the persistent, continuously evolving virtual world.

At its peak, World of Warcraft attracted more than ten million subscribers worldwide. Unlike traditional single-player titles, the value of an MMO lies not in one-off sales, but in sustained engagement. Players inhabit the same world, interacting, collaborating and competing over extended periods, turning the game into a living, evolving social platform.

Discussing the success of MMO design, Morhaime has emphasised a principle that became central to Blizzard’s approach: “The most important thing is to listen to the players.” In a live service environment, player feedback directly shapes the direction of development. This ongoing dialogue between developers and community helped Blizzard establish enduring relationships with its audience.

Blizzard’s annual BlizzCon convention stands as a reflection of this culture. Since its inception in 2005, it has grown into one of the world’s most prominent gatherings of gaming communities. In his opening addresses, Morhaime would often remind attendees, “You are the heart of Blizzard,” underscoring the central role of players in shaping the company’s worlds.

As Gaming Entered the Capital Markets, Creative Culture Came Under New Strain

As Blizzard’s influence continued to expand, the company was gradually drawn into a broader corporate structure. In 2008, Activision merged with Vivendi Games to form Activision Blizzard, marking a defining moment for the industry’s integration into global capital markets. It was a transition that not only reflected the sector’s growing economic significance, but also introduced a new level of complexity in corporate governance and competitive pressure.

For a creative industry, such structural shifts inevitably bring tension. Game development requires time, iteration and a tolerance for uncertainty, while capital markets tend to favour speed, predictability and returns. The resulting friction between creative culture and financial discipline has since become a defining theme in discussions around the modern games industry.

In 2018, Michael Morhaime announced that he would step down as Chief Executive of Blizzard, bringing to a close a 27-year tenure. For many within the industry and its global community of players, his departure marked not simply a leadership change, but the end of a formative era in Blizzard’s history.

Beyond Blizzard, Morhaime Set Out to Build Not Just a Company, but a Creative Environment

In 2020, Morhaime, alongside several former Blizzard colleagues, founded a new company: Dreamhaven. Headquartered in Irvine, California, the company operates two internal studios, Moonshot Games and Secret Door.

Dreamhaven represents a deliberate departure from the conventional structure of large-scale game publishers. Rather than prioritising rapid output or market cycles, it seeks to cultivate an environment in which developers can sustain creative work over the long term. As Morhaime has put it, “We want to create an environment where developers can do their best work.”

At its core, this philosophy reflects a belief that game development is fundamentally collaborative, and that organisational culture plays a more decisive role than technology alone. In many respects, Dreamhaven can be seen as an extension of Blizzard’s early ethos, one in which creative work is not subordinate to commercial pressure, but placed at the centre of the enterprise.

The Next Phase of Competition Will Be Defined by Who Can Truly Build Worlds for Players

Today, the games industry stands at another inflection point. Advances in cloud computing, artificial intelligence and real-time social platforms are reshaping how players engage with digital worlds. Games are increasingly evolving from discrete entertainment products into persistent environments, while players themselves are no longer merely consumers, but active participants within living communities.

Viewed in this context, Michael Morhaime’s career traces a clear arc across the industry’s evolution from the rise of PC gaming, to the emergence of massively multiplayer worlds, and now towards a renewed emphasis on creative ecosystems. Across these phases, his central question has remained consistent: how to build structures in which creativity can endure over time.

In an industry often driven by short-term cycles and rapid technological shifts, Morhaime’s approach has remained distinctly long-term. As he has often reminded players at BlizzCon, “You are the heart of Blizzard.” It is a statement that captures his broader philosophy: that the true foundation of any game world lies not in technology or capital, but in the enduring relationship between creators and the communities they serve.

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That phase is fading. A more difficult question has emerged. When the same AI tools are available to everyone, what actually separates the companies that succeed from those that do not?

This question framed the first session of The Icons Talk, a webinar hosted by the global leadership platform The Icons. The event was organized together with The 90 and brought together founders from very different industries.

One participant was Jan Hauser, CEO and co-founder of Applifting, a Prague-founded company that builds digital products for fintech firms and large enterprises.

The other was Kai-Tse Lin, co-founder and chief operating officer of Bellwether Industries, which is developing electric vertical take-off and landing aircraft designed for urban transportation.

The conversation was moderated by Ricky Wang, Director of Business Development at The Icons.

Despite operating in different sectors, both founders addressed the same underlying challenge. Once the novelty of AI fades, advantage comes from how companies adapt rather than from the technology itself.

Jan Hauser: AI Still Requires Human Responsibility

For software companies the rise of AI appeared early.

Jan recalled a meeting a few years ago when someone asked employees how many were already using AI tools in their daily work. The number of raised hands surprised the leadership team.

That moment showed that AI was no longer confined to a small group of engineers. It had already become part of everyday work across the company.

Applifting responded by developing internal principles for using AI in engineering. One metric the company tracks is called MEETER, which measures how long an AI system can perform a task before human intervention becomes necessary.

About eighteen months ago the answer was roughly ten minutes. By early 2026 it had grown to about ninety minutes, with success rates approaching eighty percent.

Even so, Jan argues that companies should not rush to deploy every new AI tool.

“A new tool appearing does not mean it is ready for production,” he said. “Companies need an environment where they can experiment quickly. But experimentation is not the same as deployment.”

Applifting introduced an internal AI maturity framework to guide engineers as they incorporate AI into their workflow. Yet one principle remains unchanged.

Engineers must understand the code produced by AI.

“If you do not understand the code, it should not enter the product,” Jan said. “Responsibility still belongs to the engineer.”

He also questioned the growing volume of AI-generated content online.

Large amounts of automated emails, articles and social media posts now circulate across the internet. Much of it, he suggested, adds little meaningful value.

“It is content that is not written by humans and often not truly read by humans either,” he said.

For founders the real challenge is therefore not simply adopting AI but building internal expertise.

“This field contains many people who claim to be experts,” Jan said. “Eventually companies need people inside their teams who are willing to study the technology deeply.”

Kai-Tse Lin: AI Expands Engineering Possibilities Without Replacing Judgment

Kai-Tse Lin’s company, Bellwether Industries, is developing urban air vehicles, commonly called air taxis. This is an industry where research and development cycles are measured in decades.

Every part must pass strict safety checks. Every design decision is tied to aviation rules and passenger safety. In this world, technological progress is never just about efficiency. It is about balancing risk, responsibility and long term reliability.

When Kai-Tse talks about AI, his tone is measured. “There are two levels to look at AI’s impact,” he said. “One is making daily operations more efficient. The other is changing how we develop products. For us, the second level matters more.”

In aerospace engineering, design and testing have always taken the most time. Traditional simulation systems are expensive and slow. A full simulation could take days and require dedicated teams. Now, AI can complete similar simulations in hours, with accuracy approaching 90 percent. For engineers, this changes the pace of development.

But Kai-Tse also warns that engineering does not stop inside a computer. “A design that works on a screen often runs into new problems in the real world,” he said. When a vehicle is actually built, material strength, airflow changes, vibration and temperature all affect how it performs. Designs that look perfect in a simulation often need repeated changes during physical testing.

“So in aerospace engineering, AI is more of a supporting tool than a decision making center. It can help engineers understand problems faster. But the final call still has to be made by humans.”

A point Kai-Tse made about self-driving cars helps explain this. Early autonomous systems worked best on highways, where the environment is simple. They struggled on city streets, where unexpected things happen all the time. But with newer AI models, the picture is shifting. In busy, fast changing urban environments, AI can often make decisions faster.

“The same technology can perform completely differently in different environments. There is a lot we are still slowly understanding.” This shows a basic truth: AI is not a tool for everything. Its abilities and limits have to be understood through long, real world testing.

For aviation, this kind of testing has to be especially careful. Kai-Tse takes care to explain a concept that often gets confused. Many people mix up automation with fully autonomous systems. But in aviation, they are two very different paths.

“Automation means the pilot is still on board. Some tasks are just handed to the system. True autonomous flight means there is no pilot,” he said. “In the aviation industry, we almost never talk about the second one. The liability issues are too complicated.”

So while software companies try new models fast, aerospace engineers have to think about another question at the same time: if the system makes the wrong decision, how does a human take over?”About 70 percent of aviation accidents are actually related to human error. So AI does have the chance to improve safety. But the prerequisite is that the technology is mature enough, regulators know how to oversee it, and the industry as a whole can figure out liability.”

In Kai-Tse’s view, this is not being conservative against new ideas. It is holding new ideas to a higher standard. The technologies that really change industries are never just faster. They find a new balance between speed, safety and responsibility.

Automation, Autonomy and Responsibility

Toward the end of the discussion moderator Ricky Wang raised a broader question.

If air taxis eventually become part of urban transportation, how will increasingly automated vehicles share the sky?

Kai-Tse suggested that human oversight will remain necessary for many years. Even highly automated systems may still rely on remote operators who supervise operations and intervene when necessary.

He pointed to an incident involving autonomous taxis operated by Waymo in San Francisco, when several vehicles stopped simultaneously during a system disruption. The episode illustrated how advanced systems can still encounter unexpected conditions in the real world.

“Fully unmanned transportation will arrive eventually,” Kai-Tse said. “But it will take time.”

Jan responded with a remark that captured the broader theme.

“In the past when you entered a taxi you expected to see a driver,” he said. “In the future you might see an engineer with a laptop.”

Technology may become increasingly sophisticated, but responsibility does not disappear.

In the end the discussion suggested that the real measure of technological maturity may not be technical capability alone.

Often the true test is whether society is ready to trust it.

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For years humanoid robotics has been associated with balance, motion and carefully choreographed demonstrations. Machines danced, flipped and ran with impressive precision, yet those displays rarely translated into large-scale economic applications. Increasingly, however, 2026 is being described inside the industry as the year when embodied intelligence began approaching a more meaningful threshold. The challenge is no longer whether robots can move beautifully, but whether they can function reliably inside factories, shops and everyday environments. If that transformation succeeds, the Spring Festival Gala appearance may eventually be remembered not merely as a performance but as the moment humanoid robotics stepped out of the laboratory and into public imagination.

Wang Xingxing and the Belief That Motion Comes First

Wang Xingxing, founder and chief executive of Unitree Robotics, has become one of the most closely watched engineers in China’s robotics sector. Born in Ningbo in 1990, his academic path initially appeared unremarkable. During secondary school he struggled with English examinations and reportedly passed the subject only a few times over three years, leading one teacher to tell his mother that the boy seemed slow. Yet outside the classroom Wang displayed remarkable mechanical intuition, building a wind-powered vehicle from scrap cardboard at the age of ten and constructing a miniature engine by the time he was fifteen.

In 2009 Wang entered Zhejiang Sci-Tech University to study mechatronics despite scoring only 28 points in the English portion of China’s national university entrance examination. During his first year he reportedly assembled a simple bipedal humanoid robot using only 200 yuan worth of components. Years later that early fascination with mechanical systems has evolved into one of China’s most influential robotics companies. In February 2026 Wang was appointed vice chair of the Ministry of Industry and Information Technology’s technical committee responsible for humanoid robotics and embodied intelligence standards.

Speaking at the committee’s annual meeting, Wang explained that Unitree’s Spring Festival Gala performance demonstrated what the company calls its “Kung Fu mode”, combining robotics control algorithms with movements inspired by traditional Chinese martial arts. Behind the choreography lies a set of technical upgrades including dexterous robotic hands and expanded perception through 3D LiDAR sensors mounted on the robot’s head. One of Unitree’s most important breakthroughs has been full-body teleoperation, allowing human motion to be captured and transferred directly to robotic systems in real time, generating valuable training data for humanoid machines.

“I hope that when I attend events in the future, I won’t need to go in person,” Wang said. “I could simply send my robot and control it remotely.” For him the transition from spectacle to productivity begins with movement itself. “Movement is the prerequisite for work. Only when motion becomes stable enough can robots perform tasks reliably.” Unitree robots already achieve near perfect success rates in certain single-task assembly operations, although complex multi-step processes remain difficult. In 2025 the company shipped more than 5,500 humanoid robots, placing it among the largest producers globally.

Jiang Zheyuan and the Speed of a Guerrilla Team

If Wang Xingxing represents the engineer-founder archetype, Jiang Zheyuan embodies a very different entrepreneurial temperament. Born in Beijing in 1998, Jiang grew up in a highly academic household. His father is a physics professor at Tsinghua University and his mother teaches at Peking University, yet Jiang himself felt drawn not toward academic research but toward entrepreneurship. In 2023, while studying for a doctoral degree at Tsinghua, he made a decision that surprised many people around him and left the programme to start a robotics company.

The early stage of the business was extremely fragile. The founding team consisted of just three people and a PowerPoint presentation, and their first fundraising attempt sought a valuation of fifty million yuan yet struggled to attract investors. When Jiang eventually secured just over thirty million yuan in funding he made what he later described as a typical mistake of young founders. Expansion accelerated rapidly, monthly expenditure exceeded three million yuan and the company suddenly faced severe financial pressure.

At that moment Jiang confronted a stark choice. Should the company slow down, conserve resources and extend survival, or accelerate aggressively in the hope of breaking through before funding ran out. He chose acceleration. Recruiting experienced engineers proved difficult, so Jiang designed extremely demanding technical tests to identify unconventional talent. One algorithm engineer who might easily have been rejected by major technology firms eventually helped train the control systems responsible for the dynamic movements of NOETIX Robotics’ N2 humanoid robot.

The company’s appearance at the 2026 Spring Festival Gala alongside veteran comedian Cai Ming offered a rare moment of national exposure. Jiang has never dismissed criticism that the world does not need millions of dancing robots, yet he believes those early machines play an essential role in technological progress. “We may not need a million robots that can dance,” he said, “but without those early robots we would never build the machines that eventually create real value for human production and daily life.” NOETIX Robotics today employs fewer than three hundred people, and Jiang often describes the organisation as a guerrilla team capable of moving quickly, making decisions fast and executing without hesitation.

Wu Changzheng and the Industrial Path to Robotics

Wu Changzheng represents a more experienced generation of robotics entrepreneurs. Before founding MagicLab he led the development of Xiaomi’s well known quadruped robot project, giving him deep experience in both robotics engineering and large-scale product development. The company he later established has expanded rapidly since its founding in 2024, completing two major funding rounds within its first six months and quickly attracting attention within China’s robotics investment community.

Wu believes the future of humanoid robotics will not emerge from spectacular demonstrations but from gradual integration into industrial systems. In his view robotics adoption is fundamentally a process transformation challenge rather than a single technological breakthrough. Factories, logistics networks and production environments must adapt in order to integrate intelligent machines effectively. MagicLab therefore focuses on deploying robots in real environments and improving them continuously through iteration and operational feedback.

The company has pursued deep vertical integration and develops more than ninety percent of its hardware components internally, including joint modules, actuators, dexterous robotic hands and control systems. This approach allows MagicLab to refine both hardware and algorithms simultaneously as robots encounter real industrial tasks. In 2025 the company launched the Thousand Scenario Co Creation Initiative, a programme designed to explore large numbers of practical deployment scenarios across manufacturing, logistics and inspection. Companies from sectors such as automotive manufacturing, semiconductors and consumer electronics have already joined the initiative to test humanoid robots in real operational environments.

Wu summarises the company’s philosophy in practical terms. The question is not whether robots look human or perform impressive demonstrations. The real question is whether embodied intelligence can solve concrete operational problems and reduce the burden of human labour in complex industrial systems.

Wang He and the Search for Data

Among the four founders, Wang He represents the most academic approach to robotics. Born in 1992, he studied electronic engineering at Tsinghua University before completing his doctorate at Stanford under renowned robotics researcher Leonidas Guibas. After returning to China he joined Peking University, where he established a laboratory dedicated to embodied perception and human-robot interaction.

Wang believes the greatest challenge facing humanoid robotics is not mechanical design but data. Internet companies can collect behavioural information from millions of users every day, but robotics companies must find alternative ways to generate training data for machines operating in physical environments. Galbot therefore relies heavily on simulation, building virtual worlds where robots can train on enormous quantities of synthetic motion data before entering real environments.

The team has developed an embodied AI model trained on billions of simulated motion sequences combined with a smaller set of real-world observations. Using this approach the company has deployed robots in experimental retail environments in Beijing, where machines retrieve products, manage inventory and deliver goods to customers in automated stores operating around the clock.

Despite the excitement surrounding humanoid robotics, Wang does not expect a sudden technological explosion comparable to the rise of large language models. “There will probably not be a single ChatGPT moment for embodied intelligence,” he said. Instead he believes the field will advance through gradual accumulation of data, continuous algorithm improvement and steady deployment across specific industries.

From Performers to Participants

Taken together, the four founders who appeared on the Spring Festival Gala stage represent different paths toward the same technological destination. Wang Xingxing focuses on motion capability, Jiang Zheyuan relies on entrepreneurial speed and unconventional talent, Wu Changzheng emphasises industrial deployment and operational integration, while Wang He concentrates on data generation and simulation-driven learning. These approaches differ in strategy but converge in ambition.

The goal is to transform robots from performers into participants in the real economy. The ultimate test of humanoid robotics will not be whether machines can dance on stage or impress audiences with carefully choreographed movement. The real question is whether they can operate quietly inside factories, warehouses, shops and homes, performing tasks reliably and safely.

If that moment arrives, the performances that captivated audiences during the 2026 Spring Festival Gala may eventually be remembered as the beginning of a much larger shift. What appeared to be entertainment on one of China’s most famous stages could mark the early steps of a technological transformation that reshapes how work itself is performed.

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Dr. Hsu-Wei Fang, Founder of Biotegy Corporation and Professor of Chemical and Biomedical Engineering at National Taipei University of Technology, has stepped into the industry with this mission in mind. Having spent years at the intersection of chemical and biomedical engineering, he has repeatedly witnessed research achievements remain confined to papers or laboratories, never advancing into clinical practice. This gap revealed to him that, while Taiwan excels in healthcare and manufacturing, it continues to fall short in the crucial “last mile” of translating knowledge into application. Determined to fill this void, he chose to position himself between academia and industry, combining the rigour of a researcher with the pragmatism of an entrepreneur to strengthen the weakest link in the value chain.

Speaking in an exclusive interview with《The Icons》International Leaders Magazine, Dr. Fang reflected on his entrepreneurial starting point. He noted that while many studies carry significant academic value, without clinical adoption they remain confined to the ivory tower. Through Biotegy, his goal is to bring knowledge into industry and embed it within real market needs.

“Research is not the end point. Only by pushing knowledge into the clinic, transforming it into products that can be genuinely used, that can change patients’ lives and drive industry forward, can innovation be considered complete. Otherwise, all efforts remain no more than figures on paper,” Dr. Fang affirmed.

Dr. Hsu-Wei Fang: Innovation Is Only Complete When It Reaches the Clinic

The development of medical devices is a path few are willing to take. From identifying clinical needs, to design, animal testing, regulatory trials, clinical validation, and finally certification and market entry, every stage is lengthy and exacting. The journey often takes years, if not longer, and requires vast financial resources while carrying high levels of risk. For Taiwan’s predominantly small and medium-sized enterprises in the medical device sector, such a burden is almost insurmountable.

“Taiwan does not lack results, but too many outcomes remain stuck at the surface, visible yet never making it into the clinic,” remarked Dr. Hsu-Wei Fang. Faced with overwhelming costs and risks, many companies have chosen the safer route of agency and trading, importing products from major international brands to maintain revenue. While this may provide short-term stability, it has also meant forfeiting the opportunity to build home-grown brands.

After years of observing the industry, Dr. Fang realised that if no one was prepared to take this most difficult road, Taiwan’s medical device industry would remain confined to the periphery of the value chain, without a voice on the international stage.

“Medical devices are not ordinary products that can be made overnight. They require time, clinical validation, and far more patience than other industries,” he explained. It is precisely this lack of patience and long-term commitment that has prevented Taiwan from nurturing brands capable of securing a position in the global market.

Determined to break this cycle, Dr. Fang founded Biotegy Corporation with a different vision from the outset: to open new possibilities for the industry through a gradual yet steady approach. The first step was to support agents in transforming from simple distributors into enterprises capable of truly owning their brands and products. This shift was not merely about technology transfer; it was about helping partners recognise that “MIT medical devices” could rival the quality of international giants while offering cost-effectiveness.

Once this foundation had been established, the second step was to channel resources into genuine innovation, concentrating research and development on high-value medical devices, building patent portfolios, passing rigorous clinical trials, and ultimately pushing Taiwanese innovations onto the international market.

Finding the Answer Between Academia and Industry

For Dr. Hsu-Wei Fang, being both a professor and an entrepreneur is not a contradiction but a mutually reinforcing force. Having taught for many years at National Taipei University of Technology, he is familiar with the rigour of academic research, yet he also knows that the greatest question for students and researchers is often not “Can it be published?” but “Can it truly be used?” This environment gradually made him realise that research which cannot be designed to reach the clinic and the market is ultimately incomplete. “At the university, I can ask ‘why’ without limitation; in industry, I must answer ‘how’, how to make it work in practice,” he explained.

This shift of roles gave him a clear view of the industry’s greatest gap. It is not the absence of talent or results, but the lack of people willing to take responsibility for carrying research through to the very end. How patents are structured, how clinical trials are arranged, and how funding is allocated are all sources of pressure, but they are also choices to be made.

“Many studies are not without breakthroughs, yet they stall because no one is willing to take the hardest step of pushing them into the clinic. That step is the most difficult, but it is also the most decisive,” Dr. Fang observed.

In his view, research should be judged from the very first day by its ability to be applied. This is why he has chosen to dedicate his time and resources to the most challenging part of the value chain. Only when someone is prepared to bridge this gap can the true value of innovation be realised.

Bringing Everyone to the Same Table to Make Processes Faster and Risks Smaller

For Dr. Hsu-Wei Fang, Biotegy Corporation has never been merely a company; its true value lies in acting as a connector. The development of medical devices often spans academia, clinical practice, manufacturing, regulation and sales, with any single break in the chain capable of halting an entire project. Biotegy’s role is to align these forces on the same track so that research can move more swiftly into products ready for clinical use.

“Academics understand the technology, doctors know the needs, factories have the ability to produce, and regulators ensure compliance. Yet if each works in isolation, the product will never materialise,” Dr. Fang explained.

This integrative capacity is what he regards as the industry’s greatest lesson, drawn from years of observing international markets. In Europe and the United States, he saw different companies jointly investing in standardised testing simply to shorten product verification timelines. That was when he realised that industrial progress is not solely about competition, but also about collaboration. Once someone assumes responsibility for bringing the process together, the entire ecosystem stands to benefit.

“What we aim to do is bring everyone to the same table, making processes faster and risks smaller,” he remarked. In practice, Biotegy is not only about developing new technology. It is about transforming clinical problems into engineering solutions, scaling them through manufacturing, and ensuring that both regulators and markets can approve and adopt them. The process is more complex than research alone, yet it offers a far greater chance of ensuring that outcomes truly reach the clinical setting.

Dr. Hsu-Wei Fang: Taiwan’s Medical Technology Should Not Rely Forever on Agencies

Biotegy Corporation’s first challenge was to develop barbed sutures and lifting threads entirely from scratch. Though these devices may appear basic, they involve complex hurdles of material design, clinical testing and regulatory review. Normally, securing certification for Class II medical devices takes several years, yet Biotegy achieved approval in just over two years. This milestone not only brought the product successfully to market and earned the trust of doctors and distributors, but also marked a turning point for Taiwan’s medical device sector: for the first time, a local team had demonstrated that it could pass rigorous scrutiny and win market acceptance on its own merits.

“From starting at zero to securing certification, it took us just over two years. The pressure during that period was immense, but the outcome proved that Taiwan does not need to rely indefinitely on agents. We can stand on our own capability and still be recognised by the market,” recalled Dr. Hsu-Wei Fang.

Building on the success of sutures, the team soon pushed into more challenging territory. Within about three years, they secured two Class III medical device certifications: one for a polylactic acid (PLA) dermal filler and another for a modified starch haemostatic agent. These products required rigorous clinical trials and extensive regulatory review, processes that usually take major international companies over five years to complete for a single item. Biotegy, however, managed to accomplish both in quick succession.

“Class III medical devices carry the highest barriers, yet we succeeded, and not just once but twice in succession. For the team, this was not only a boost of confidence but also a clear answer for Taiwan’s industry,” Dr. Fang explained.

Today, these products have gone beyond the domestic market. The PLA filler has already obtained international certification and entered overseas distribution. From sutures to fillers and haemostatic agents, Biotegy’s string of achievements has positioned it as a team capable of delivering both speed and quality, offering Taiwan’s medical device sector a glimpse of new possibilities.

A Differentiated Strategy to Open Global Markets

This September marked a pivotal step for Biotegy Corporation as it took part in the Thailand International Medical Exhibition. For the company, this was not simply a trade fair, but a clear declaration to the world: MIT medical technology is ready to enter the global stage.

“This was our first time abroad, and I wanted people to see more than just one product. I wanted them to see the real research and manufacturing strength of Taiwan’s medical device industry,” said Dr. Hsu-Wei Fang. For him, the decision was not a hasty move, but a natural extension built on the foundation of several successful milestones. In his view, internationalisation requires a solid record as its backbone. Only after establishing a strong domestic presence does a brand have the credibility to step onto the next stage.

At the exhibition, Biotegy set out three objectives: to promote its existing advanced medical devices and secure long-term partnerships with international distributors; to showcase its degradable polymer materials platform and attract contract development opportunities; and to explore strategic alliances while considering future options in mergers, acquisitions and capital markets.

“The real challenge of internationalisation is not merely about exhibiting abroad, but about being accepted by different markets,” Dr. Fang emphasised. In Western markets, demand centres on cutting-edge solutions, while in many emerging markets the first question is whether the product is affordable. Biotegy must balance both, demonstrating technological excellence while ensuring that products remain accessible at reasonable cost.

He illustrated the point with a simple example. Temporary dentures may no longer be considered innovative in the United States or Europe, but they remain in high demand across emerging markets. Success, therefore, depends on tailoring solutions to the conditions of each market so that innovation is not a luxury reserved for the few, but a practical solution available to many.

Biotegy’s international strategy is built on this differentiated approach: using advanced products to prove its technical strength, while deploying affordable solutions to unlock wider markets. This combination of stability and flexibility has allowed the company to showcase a distinctive competitiveness on the global stage.

Starting with the End in Mind: Taking MIT Medical Technology to the World

After a decade of steady progress, Biotegy has already laid a solid foundation for Taiwan’s medical device sector. Through a series of achievements, it has proven that local teams are not destined to rely solely on agency models, but can enter high-barrier markets on their own merits. Yet for Dr. Hsu-Wei Fang, this is only the beginning. He looks to the next ten years with the hope that medical technology will become Taiwan’s next global identity, drawing talent, resources and expertise together.

“One day, I hope medical technology can stand alongside semiconductors as a core industry that attracts both talent and resources,” Dr. Fang noted. Achieving this vision, in his view, requires more than enterprise effort and innovation. Institutional support and a robust ecosystem are just as crucial. He calls on the government to lower barriers to innovation, while maintaining safety standards, so that younger teams have the opportunity to take part. At the same time, start-ups, established companies, academia and investors must join forces in a relay that drives the industry forward. Only then can Taiwan’s medical device sector secure its place in the global market.

For Dr. Fang, “starting with the end in mind” is not just a belief but also a responsibility. By beginning with clinical needs and addressing each gap in turn, research has a real chance of becoming practical products and the industry can gradually build international influence. His decade of work has shown that MIT no longer stands simply for contract manufacturing; it can also represent brands, breakthroughs and values recognised on the world stage.

“Starting with the end in mind means ensuring every innovation reaches the point of real application. Only when it reaches that stage can it change a surgery, transform a hospital, and ultimately shape the future of an entire industry,” he affirmed.

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On the afternoon of 7 August 2025, “The Compass, the Flame, and the Future She Shapes” forum was held at the British Office Taipei. Organised by the University of Cambridge’s global alumni network, CAMentrepreneurs, and co-hosted by the Cambridge Taiwan Alumni Association, Oxford Taiwan Alumni Association, the British Chamber of Commerce in Taipei (BCCTaipei), and UK-based global entrepreneurship media《The Icons》, the event brought together leading figures from academia, industry, venture capital, and sustainability. Through the deep insights and dialogues shared by the speakers, participants collectively mapped out a path towards the future, one defined by both courage and wisdom.

Professor Huey-Jen Jenny Su, Honorary President of NCKU: Respect the Truth, Value Education, and Cherish Professionalism

The forum opened with a speech by Professor Huey-Jen Jenny Su, the first female Honorary President of National Cheng Kung University (NCKU), who began by focusing on how to bring more support to the new generation. Addressing the theme of “leadership,” she shared heartfelt reflections drawn from her own journey through challenges.

As the first female president in nearly a century at NCKU, and notably someone with neither an engineering background, alumni status, nor a large clinical discipline affiliation, Professor Su candidly described herself as “the president the university was not prepared to meet.” This unexpected role meant her leadership path was challenging from the very beginning, yet it also forged a leadership philosophy of remarkable clarity:

“Leadership comes without a personal agenda. Its essence lies in ensuring collective respect for truth, valuing education, and cherishing professionalism. I believe that as long as one’s convictions remain steadfast, time and circumstances will ultimately offer fairness and goodwill. In my own development, what has always guided me is a foundation in evidence and facts. Especially when facing formidable challenges, truly respecting professionalism is the hardest, yet most crucial, thing to do.”

This conviction became her compass in moments of crisis. From the devastating Weiguan Building collapse in southern Taiwan to the global COVID-19 pandemic, she led NCKU through one historical test after another. When confronted with challenges she had “never experienced and never anticipated,” she consistently chose to anchor her decisions in respect for professionalism and commitment to facts. Over time, these principles crystallised into resilience, a force that she regards as the core of her leadership ethos:

“When we talk about leadership, what we can demonstrate is not only the gentle resilience often associated with women, but also the strength to uphold truth in times of chaos, to build consensus in moments of crisis, and to find direction amid uncertainty. It is this strength that allows diverse voices to converge in wisdom, to open new paths through challenges, and to see the many possibilities that the future may hold.”

NYCU Associate Professor Grace Chan Hsiao: When AI Meets Life’s Vision, It Becomes a Moment to Find Your True Self

If President Huey-Jen Jenny Su set the grand compass for leadership during the forum, Associate Professor Grace Chan Hsiao of National Yang Ming Chiao Tung University (NYCU) turned her gaze toward the inner flame that fuels it all, which is personal vision. Standing at the crossroads of education and technology, she posed a question that strikes at the heart of our times: As AI takes on more and more tasks, what remains that it can never replace?

This question stems from a decade of in-depth conversations with leaders, a journey that has left her continually drawn to one insight: every remarkable instance of leadership springs from a strong and clearly defined inner sense of purpose. Yet, in an era awash with information and competing values, discovering one’s own “true north” has become more challenging than ever.

“For the past ten years, all my life’s inquiries have revolved around one central question: What is the true vision for my life? I have found that while AI can accomplish many things, it cannot determine your unique vision. Dreams may be a word for the young, but a true vision must be rooted in your authentic nature and deep-seated motivation. It is not fantasy, but a blueprint that drives you to act,” she explained.

Based on this understanding, Grace Chan Hsiao is developing an innovative AI-powered education system designed not to hand out standard answers, but to serve as a guide. The journey begins with a deep exploration of the user’s authentic self, uncovering core values and motivations. From there, the AI generates three possible “future vision” scenarios as starting points for reflection. Finally, the system helps transform the chosen vision into a tangible “vision story” that can be seen, felt, and shared.

For Grace Chan Hsiao, this is more than a technological experiment in education. It is a profound response to the fundamental questions Who am I? and Why am I here? “Only when a person sees their vision clearly can they possess the most powerful and authentic form of leadership and entrepreneurial drive in a world defined by change.”

NYCU Associate Professor Sirirat Sae Lim: Demonstrating an Entrepreneurial Spirit Begins with Embracing “Constructive Failure”

After a series of inspiring talks, Associate Professor Sirirat Sae Lim of National Yang Ming Chiao Tung University (NYCU), speaking via a pre-recorded address while on an overseas business trip, offered a sharp observation about a deep-rooted paradox in Taiwan’s innovation education.

Citing the OECD PISA report, she noted that among 75 participating countries and regions, Taiwan ranked first in the “Fear of Failure Index,” with 89% of students worrying that failure would invite criticism or be seen as a denial of their talent and future. Yet in the real world of entrepreneurship, failure is almost inevitable, with more than 90% of startups unable to succeed with their initial business model.

“In a culture that strongly avoids failure, how can we teach students to face the setbacks that inevitably come with entrepreneurship? Education should not only teach knowledge but also courage, curiosity, and the ability to remain composed in uncertainty. We need not just classrooms that aim for success, but environments where students dare to try and dare to venture.”

To address this, she proposed a “Constructive Failure” teaching model, where failure is not only permitted but expected. Students take on real-world challenges, attempt, stumble, and then reorganize their strategies through reflection. She acknowledged that the process can be unsettling, emotionally intense, and occasionally chaotic, but it is in such conditions that learning becomes profound and transformative.

Her philosophy is best illustrated by one of her former students who co-founded a business during university. Starting from nothing, the company now generates over NT$100 million in annual revenue. One of his designs a pen became the only Taiwanese product listed among TIME magazine’s 200 Best Inventions worldwide. Despite his busy schedule, he still returns to her class each year to share his real-life journey of drawing strength from repeated failures.

“The courage to embrace failure is an indispensable fuel for igniting the next generation’s spirit of innovation. I believe entrepreneurship education today should be recalibrated toward a new direction, one that guides young people onto a truly fearless and boldly innovative path.”

CISL Head of Innovation Programmes Viola Jardon: From Cambridge to Taiwan, Transforming Local Innovation into Global Sustainability Solutions

Viola Jardon, Head of Innovation Programmes at the Cambridge Institute for Sustainability Leadership (CISL), opened her talk with a steady yet engaging tone, immediately drawing the discussion back to her deep connection with Taiwan. “This is not only a conversation about sustainability, but also a two-way dialogue between my homeland and the world,” she said.

Her story is one of a journey from Tainan to the global stage. “When I was shortlisted for the Asian Women of Achievement Awards in the UK, what I felt was not personal glory, but the excitement of finally bringing Taiwan to the world. At that moment, my thought was, I have made Taiwan visible to the world. This honour does not belong to me alone, it belongs to Taiwan,” she recalled.

For Viola, collaboration has never been a one-way transfer of resources. She noted that Taiwan excels in many areas, citing the achievements of President Su at National Cheng Kung University as an example that has moved people both at home and abroad. “What I want to share here is that the greatest strength of CISL lies in its ability to connect governments, regulations, finance, industry, and academia across countries. I also hope that through this non-political platform, the world will see that Taiwan is not only about semiconductors, but also has diverse and powerful innovation capabilities,” she said.

She further shared that global beauty leader L’Oréal has launched a €100 million sustainability innovation investment programme, with CISL serving as its global delivery partner to identify top tech start-ups capable of solving supply chain challenges. “L’Oréal has already listed over one hundred technical needs. We will select twelve to fourteen start-ups from around the world, and those chosen will enter pilot collaborations with L’Oréal. This is a golden ticket to the global market. I sincerely hope that the final list will include companies from Taiwan.”

As a sustainability innovation leader who has travelled from Taiwan to the world stage, Viola Jardon is not only telling a personal story. She is building a bridge that directly connects Taiwan’s most promising innovations with the world’s most urgent sustainability needs. Her sincerity and drive not only energised the room, but also made it clear to participants that the path from local to global is closer than they might imagine.

The Connection Between the UK and Taiwan Runs Deeper Than Most Imagine

As one of the co-organizers, Executive Director of the British Chamber of Commerce in Taipei (BCCTaipei), Vicki Wu, delivered a speech that broke the stereotype of international chambers as overly formal and revealed the vast, opportunity-filled ecosystem behind it.

“Many people in the past may have thought that the role of an international chamber was limited to networking, but the relationship between the UK and Taiwan runs deeper than most imagine. Taiwan is the third-largest market in the world for UK whisky exports, and this connection is so strong that when Scots hear ‘Taiwan,’ they roll out the red carpet. All the alumni here are important partners in achieving our mission, and we hope everyone can work together to expand this platform.”

This vision of transforming a traditional organization into an open platform was further elaborated by Ali Ying-Che Hsieh, President of the Cambridge University Taiwan Alumni Association and Professor at the Institute of Technology Management, National Tsing Hua University. He emphasized that this year, the association has placed special focus on breaking down barriers and fostering a more inclusive community:

“We are working to transform the alumni association from being merely a social gathering into an open platform. The Cambridge Alumni Association not only serves alumni but also welcomes anyone interested in sustainability, innovation, and entrepreneurship to find opportunities for collaboration and resonance here. What we aim to build is a space where all participating organizations and individuals can thrive together.”

Harry Hsu, Lead Organizer of CAMentrepreneurs Taiwan, Secretary-General of the Cambridge University Taiwan Alumni Association, and CEO of《The Icons》, an international entrepreneur media based in the UK, highlighted the concept of “Cambridge Plus”:

“Cambridge Plus is the key force behind why CAMentrepreneurs forums can flourish in so many countries. We open the doors to all like-minded partners, bringing together the depth of academia, the strength of industry, and the fusion of global vision with local passion. CAMentrepreneurs organizations and alumni associations across countries often meet online to explore ways for entrepreneurs worldwide to truly engage in each other’s lives. In the future, we will share more cross-sector exchange initiatives, and we welcome all interested friends to join us.”

Building the “Cambridge Plus” Ecosystem to Shape the Future Together with Women

The forum titled “The Compass, the Flame, and the Future She Shapes” not only brought together a line-up of exceptional female speakers, but also highlighted the rise of a new leadership paradigm – one that blends resilience, empathy, authenticity, and inclusivity.

As profound reflections on leadership, vision, courage, and action converged, the discussion returned to the driving catalyst behind it all – the core spirit of CAMentrepreneurs, “Cambridge Plus.” Founded in 2016 by Cambridge alumnus Richard Lucas, the CAMentrepreneurs global network has since ignited the spark of innovation in over 63 cities worldwide.

Its success lies in the team’s deep understanding of “platform thinking,” moving beyond the traditional model of an exclusive alumni club. By breaking down the walls of elite institutions and transforming them into open, co-creative spaces, “Cambridge Plus” has come to embody limitless possibilities and connections.

This forum in Taiwan was more than just an exchange of ideas – it was a declaration of the future. When local resilience meets global innovation, an infinite horizon unfolds, and that future will be shaped by these women, alongside all those they have inspired.

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“We’ve never pursued research for its own sake, it’s always been about solving real-world problems,” Dr. Tsai affirms. As a national research institute under Taiwan’s National Science and Technology Council (NSTC), NIAR not only responds to the demands of national science and technology policy, but also serves as a critical platform and enabler. Building bridges among academia, industry, and policymaking to drive mutual empowerment.

“Our mission includes enabling technologies still in the academic phase to reach the market and become tangible solutions.” With a strong background in scientific research and deep policy expertise, Dr. Tsai has provided NIAR with a clear identity: “Technology implementation shouldn’t be a scattered series of isolated incidents, it should be a coordinated and structured system.” Guided by this vision, NIAR is evolving from a research institution into a dynamic platform for technology translation and policy implementation, playing a pivotal role in aligning Taiwan’s technological capabilities with global needs, and unlocking new avenues for international collaboration and shared success.

On 16 June 2025, NIAR co-hosted the “Taiwan–UK Sustainability Research and Development Forum” with the Cambridge Institute for Sustainability Leadership (CISL) at the iconic Entopia Building, a beacon of green innovation in Cambridge. The event marked a milestone in cross-continental dialogue, connecting academia, industry, and government from both regions to advance the future of sustainable development.

Between Europe and Asia: Three Strategic Pillars Under the Theme of Sustainability

This “Taiwan-UK Sustainability Research and Development Forum”, co-hosted by Taiwan NIAR and the University of Cambridge’s Cambridge Institute for Sustainability Leadership (CISL) at the renowned Entopia Building, served as a platform for fostering in-depth dialogue between Asia and Europe.

Key speakers included Sam Laakkonen, Senior Director of Sustainability Innovation at CISL; Dr. Mei-Yu Chang, Director of International Affairs at NIAR; Dr. Konrad Young, Director of Arculus Lab and CEO of the Industry-Academia Innovation College at National Taiwan University of Science and Technology; Dr. Radek Holý, Director of the Advanced Chip Design Research Center (ACDRC) in the Czech Republic; and Professor Jonathan Cullen, a leading expert in sustainable engineering at the University of Cambridge.

The forum centred on three strategic themes: net-zero emissions, resilient built environments, and sustainable semiconductors. “These themes weren’t chosen at random,” said Dr. Hung-Yin Tsai, President of Taiwan’s National Institutes of Applied Research (NIAR). “They represent the most urgent challenges facing global sustainability technologies today and more importantly, they are areas where Taiwan is uniquely equipped to make a global contribution.”

Dr. Tsai stressed that climate change has placed enormous pressure on the resilience of cities worldwide, making energy efficiency and disaster response a core element of urban governance. At the same time, semiconductors, long a cornerstone of Taiwan’s tech industry, have become essential to the world’s energy systems and computational demands. “Sustainable semiconductors,” he added, “are not just timely, they’re vital.”

These three focus areas clearly reflect NIAR’s vision of applied research as a system-wide, actionable platform, not just isolated innovation but a mechanism for scalable, real-world impact.

In addition to Dr. Tsai, the forum brought together a distinguished lineup of cross-disciplinary leaders from Taiwan and the UK. These included Dr. Simon Hsu, NIAR’s Chief Operating Officer; Dr. Juin-Fu Chai, Deputy Director General of NIAR’s National Center for Research on Earthquake Engineering; Dr. Wen-Yi Chang, Research Fellow at NIAR’s National Center for High-performance Computing; and Dr. Jiunn-Yih Chyan, COO of DEUVtek Co., Ltd. and an expert in semiconductor process integration. Also present was Allen Cheng, CEO of Light Momentum Technology Corp. and a specialist in IC design.

From the UK side, Wendy Niu, Sustainability Innovation Manager at the British Standards Institution (BSI), contributed perspectives on regulatory frameworks. Dr. Agnieszka Iwasiewicz-Wabnig, Industry Lead for Zero Carbon Strategy at the University of Cambridge’s Maxwell Centre, and Viola Jardon, Director of Sustainable Innovation Programmes at CISL, offered insights on innovation ecosystems in the UK and Europe. Harry Hsu, CEO of《The Icons》, also participated, bridging the dialogue between leadership media and scientific advancement.

President Hung-Yin Tsai: Every International Dialogue Sets a Benchmark for the Future of Taiwan’s Global Tech Outreach

Empowered by NIAR, the spotlight at the Cambridge “Taiwan-UK Sustainable R&D Forum” this year shone on four pioneering forces representing Taiwan’s innovation and research capabilities: DEUVtek Co., Ltd., Light Momentum Technology Corp., Microip Inc. (along with its R&D arm, Arculus Lab), and the Advanced Chip Design Research Center (ACDRC), a joint initiative between Taiwan and the Czech Republic. These names stood not merely for technical achievement, but for the tangible transformation of scientific research into global collaborations.

The innovations showcased by these organisations span cutting-edge fields: from sustainable semiconductor materials and low-power AI chip design to integrated packaging solutions and international chip development partnerships. DEUVtek focuses on sustainable materials for the semiconductor industry; Light Momentum merges AI with green computing; Microip drives future electronics with advanced packaging technologies; and ACDRC supported by Taiwan’s Ministry of Foreign Affairs and co-established by NIAR and the Czech Cyber Security Hub in Brno, acts as a key node for European semiconductor collaboration and talent mobility. The three startups mentioned above also contribute their efforts to Taiwan-Czechia academic and industrial collaboration in ACDRC.

“We are not just building international bridges for strong technical teams,” said NIAR President Dr. Hong-Ying Tsai with conviction.

“Each international dialogue is a serious test and a standard-setting example for Taiwan’s future technology export models. We do everything we can to ensure these companies and institutions are able to cross boundaries and land in the corners of the world best suited to them. Forming real partnerships, R&D collaborations, and even commercial opportunities.”

According to Dr Tsai, NIAR’s long-term strategy is to strategically support enterprises with the maturity and readiness to connect with the international scientific community. Many of these featured companies are not only technically advanced but are also preparing for public listing. Once paired with global partners, their commercial and technological influence can lift the entire industry’s ecosystem.

“This isn’t hypothetical or aspirational,” Tsai concluded.

“It is concrete evidence of Taiwan’s tech sector entering the global supply chain and sustainable transformation agenda. It also defines NIAR’s very purpose to ensure Taiwan’s innovation finds its rightful place on the world stage.”

Embracing Global Tech Diplomacy: Taiwan’s Gateway into the International Sustainability Community

As technology increasingly becomes the central language of global governance and sustainable development, Dr. Hung-Yin Tsai, President of Taiwan’s National Institutes of Applied Research (NIAR), described the NIAR–CISL collaboration on the Taiwan-UK Sustainability R&D Forum as a “concrete exercise in technology diplomacy.”

“No matter the distance between Taiwan and the UK, or Taipei and Cambridge, we are all moving toward the same direction, responding to the global mission of sustainability,” Tsai remarked. Using a vivid metaphor, he added, “This collaboration is like two rapidly spinning tops meeting at the perfect moment, striking sparks of cross-disciplinary innovation.”

Held at the Entopia Building, headquarters of the Cambridge Institute for Sustainability Leadership (CISL), the forum carried symbolic weight. As the first building in the UK to simultaneously achieve EnerPHit, BREEAM Outstanding, and WELL Gold certifications, Entopia stands as a model for sustainable construction and healthy working environments. It is one of the rare global examples of a retrofitted structure that successfully meets both net-zero carbon and social impact goals.

“Entopia isn’t just a symbol of European green architecture,” Tsai emphasized. “It’s a living lab for sustainable innovation. Hosting this dialogue here reflects our commitment to embedding Taiwanese technological innovation at the heart of Europe’s sustainability ecosystem.”

The forum brought together leaders from government, industry, and academia across the UK, Finland, Czech Republic, and Taiwan, sparking an unprecedented international technology dialogue. “We’re proud to see Taiwan’s research perspectives recognized and responded to on the global stage,” Tsai said.

He further underscored that research should not remain confined within national laboratories. It must step into the global sustainability community, engage with global trends, and contribute meaningfully to international dialogue:

“What we co-created with Cambridge CISL was not merely a forum. It was a dialogue on technological sovereignty and global participation. This marks a historic moment for Taiwan’s science and innovation entering the global core, and reflects our role as a key contributor in the world’s sustainable future.”

Empowering Taiwanese Talent to Go Global, Welcoming Global Talent to Taiwan

In today’s world, scientific innovation is no longer the domain of isolated laboratories. Instead, it has evolved into a systemic endeavour, one that crosses institutions, borders, and cultures. Dr. Hung-Yin Tsai, President of the National Institutes of Applied Research (NIAR), underscores the importance of governance in fostering this shift:

“True innovation emerges when cross-disciplinary dialogue becomes a daily and institutionalised practice.”

Under his leadership, NIAR has developed a unique inter-centre collaboration mechanism that connects seven national-level research centres. Biweekly cross-centre executive meetings are held to review project progress and coordinate resources.

“This not only improves organisational efficiency but also lays the groundwork for genuine cross-disciplinary cooperation,” said Dr. Tsai. “Through familiarity and mutual understanding, collaboration becomes more than a slogan, it becomes reality.”

To further institutionalise a culture of innovation, NIAR launched the i-Dream Program, a biannual open call that encourages joint proposals among centres.

“We place strong emphasis on cross-centre and international collaboration,” Dr. Tsai noted. “Because only through the collision of diverse perspectives can true breakthroughs occur.” He views the initiative not merely as technical integration but as a strategic fusion of culture and talent:

“Our goal is to cultivate an innovation ecosystem capable of global dialogue, an ecosystem that extends beyond national borders and into our international partnerships and talent strategies.”

President Tsai Hong-Ying emphasises that NIAR’s mission is not only to send Taiwanese talent abroad but also to bring global talent into Taiwan. By promoting internships and research opportunities for European master’s and doctoral students, NIAR aims to provide the next generation with first-hand experience of Taiwan’s industrial depth and forward-thinking innovation.

“These students and scholars from around the world, working alongside young Taiwanese talent across NIAR’s platforms, represent the bridges to the future in our view. What we are cultivating is more than talent; it is every possible connection between Taiwan, the world, and what’s to come.”

For Whom Is Innovation Born, and Why Does Research Advance

“Discussing technological and sustainable innovation is not merely about linking technologies. It is a dialogue among society, humanity, and the environment,” affirmed Dr. Hung-Yin Tsai, President of Taiwan’s National Institutes of Applied Research (NIAR). He stressed that true innovation must respond to societal structures, cultural contexts, and ecological limits. “We should not only ask how to innovate, but more importantly, for whom we are innovating.”

As the interview drew to a close, Dr. Tsai concluded, “The value of science lies not in data, but in how it is absorbed and practiced by society.” He further emphasized that innovation which stays confined to academic papers, without being translated into tangible industrial or societal impact, falls short of its full potential. That is precisely where NIAR steps in—to build a systemic engine that brings cutting-edge technology into the real world.

Dr. Tsai also addressed a common challenge: when research remains isolated in academia, even the most precise technologies risk becoming castles in the air. To counter this, he has been actively promoting cross-center, cross-national, and cross-sector collaboration, not only to integrate technologies, but also to align culture and human capital: “Innovation cannot rely solely on technology; it must also inspire participation, be supported by institutions, and be embraced by culture.”

In Dr. Tsai’s vision, NIAR serves as a bridge connecting government, industry, academia, and research. It is not only an enabler amplifying Taiwan’s policy and technological capabilities, but also a platform for global dialogue and meaningful engagement with the times:

“With every international exchange, we showcase Taiwan’s strengths and contributions to the world. With every global collaboration, we enable our partners to feel that working with Taiwan is not only mutually beneficial, but also meaningful and sustainable.”

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The post Technology and Sustainability at the Core: Bridging Taiwan and Cambridge as Dr. Hung-Yin Tsai, President of Taiwan NIAR, Advances Asian Innovation into Europe’s Decision-Making Hubs first appeared on The Icons.

At the heart of McDowell’s philosophy is a belief that fashion can be a vehicle for storytelling, not just status. His upcycled, theatrical occasion wear, often revealed during London Fashion Week, has earned him both critical acclaim and a loyal community who view fashion not as consumption, but connection.

“I always say I’m not trying to create a sustainable fashion brand. I’m trying to create a world where fashion is sustainable by default.”

Passing on Influence Is Not About Repetition, But Reinvention

Born in Liverpool, Patrick McDowell was never interested in doing things the traditional way. A graduate of Central Saint Martins, his early collections rejected the churn of fashion’s calendar and instead embraced slower, intentional design. He founded his namesake label not to chase trend cycles, but to question them.

McDowell’s journey has always centered on reinvention, not just of garments, but of fashion’s role in society. Rather than launch multiple collections a year, he made the bold choice to produce only one, an artistic and sustainable statement that focuses on quality, ethics, and meaning over mass production.

“We have to ask ourselves not just what we are making, but why we are making it. What story does this piece tell? What legacy does it leave behind?”

As the industry applauded louder, McDowell dug deeper, choosing collaboration over competition, reuse over raw materials, and story over scale. In his hands, fashion became not a product, but a  provocation.

The Gateway to Sustainability Begins with a Story on the Runway

For Patrick, fashion has always been about narrative. His shows during London Fashion Week don’t just present clothes, they tell a story. Whether invoking myth, memory, or climate activism, each runway moment is crafted to challenge perceptions and inspire action.

At the core of his collections is upcycling, reworking old materials, deadstock, and vintage fabrics into whimsical, couture-level creations. The gowns aren’t just beautiful, they are imbued with purpose. To McDowell, fabric isn’t just material; it’s history, community, and accountability.

Instead of targeting mass retail shelves, Patrick’s pieces live in moments, on red carpets, editorials, and weddings, where fashion can speak the loudest. His clients aren’t just wearing a garment, they’re joining a movement.

“Every dress has lived another life before this one. That’s the magic. And when someone wears it again, the story continues.”

Sustainability Is Not a Label, It’s a Built-In Choice

McDowell is quick to distance himself from the greenwashing that has plagued modern fashion. For him, sustainability is not a buzzword, it’s a daily design principle. From sourcing to stitching, every part of his process is a conscious, environmental act.

His atelier functions more like a creative lab than a production line, with local artisans, reclaimed materials, and minimal waste practices guiding the way. He is also a fierce advocate for circularity, ensuring that each piece can be reused, reworked, or returned to the ecosystem without harm.

Through partnerships with charities, sustainable manufacturers, and circular fashion initiatives, McDowell leads with transparency and innovation. He even offers “Wardrobe Surgery”, a bespoke service to revive and restyle pre-loved pieces.

“We must design not just for this season, but for the next generation. Fashion should be a regenerative force, not an extractive one.”

Patrick McDowell: Leadership Is the Responsibility to Reshape the Industry

Winning the Queen Elizabeth II Award for British Design in 2024 wasn’t just a recognition of McDowell’s talent, it was a validation of his values. It affirmed that true leadership in fashion doesn’t lie in exclusivity, but in empathy, ethics, and courage.

For Patrick, leadership means showing that another way is not only possible, it’s beautiful. He mentors young designers, speaks openly about fashion’s systemic flaws, and invites the industry to reimagine what luxury means in a climate-aware world.

Inside his studio and beyond, McDowell is fostering a new fashion culture, one built not on celebrity, but community and care.

“We are here to rewrite the rules. To show that creativity doesn’t have to cost the Earth. The future of fashion isn’t fast—it’s fair.”

While others chase seasonal trends, Patrick McDowell is crafting legacy. In each dramatic silhouette and stitched story, he’s reminding the world that the most radical thing fashion can do today is slow down.

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The post Fashion Designer Patrick McDowell: Weaving Sustainability into the Soul of Fashion with a Single Upcycled Gown first appeared on The Icons.

The “DR.HAO Academy 2025 Annual Summit” deliberately diverged from the traditional routes of medical conferences. It resembled a curated convergence of ideas, bringing together brand builders, digital content creators, visual storytellers, and industry practitioners, all of whom demonstrated, through lived experience, that when physicians learn to articulate their own stories, it is not only a turning point in their careers but a catalyst for reshaping the culture of the healthcare sector.

Dr Roger Chang, founder of DR.HAO Academy, put it succinctly: “A doctor can also be a curator of a lifestyle.”

That phrase became more than a visionary statement, it was embodied in practice on this very day. Some attendees have used short-form videos to dismantle the linguistic barriers in medicine; others have transformed their clinics into branded content platforms. One medical student has become a professional photographer, while others have reimagined clinical practice through the lens of entrepreneurship and risk management. The medical career path is no longer a single vertical ascent, but a multidirectional structure with multiple gateways.

This year’s summit brought together significant voices from the medical world, the content sphere, and the emerging generation of healthcare professionals. Among them were Dr Yi-chen Chang, Executive Director of CMU Hsinchu Hospital; medical image storyteller Karren Kao; Dr Chien-yu Lin, founder of Taiwan Dental Marketing Academy; Dr Michael Tsao, Director of YUE TING Dental Clinic; Dr Yu-yen Huang, Director of A Good Day Clinic; Dr Charlene Chen, director of L’EXCELLENCE Clinicc; Dr Ming-yang Shih, a physician-turned; 77 Boss, a renowned TCM YouTuber; and Harry Hsu, CEO of《The Icons》.

Some spoke on stage, others joined in dialogue, and many simply came to observe and exchange insights. In an exclusive interview with the British global leadership platform《The Icons》, Dr Roger Chang explained:

“This isn’t merely a gathering, it’s a collective awakening of the white coat consciousness. When doctors realise they can speak for themselves and design their own lives, the very language and hierarchy of medicine begins to shift. The white coat isn’t an identity — it’s a starting point. We are not here to be defined. We are here to open up new possibilities.”

Roger Chang: A De-Medicalised White Coat Experience, A Full-Sensory Awakening

As the founder of DR.HAO Academy, Dr. Roger Chang has long been a leading voice in what he calls the “elevation of the physician’s role”, not simply by promoting side hustles or parallel careers, but by building a second narrative space for medical professionals. A space where doctors can claim their voice and stage beyond the clinic.

“We deliberately de-medicalised the summit,” says Dr. Chang. “It wasn’t just about PowerPoint slides and case studies. It was designed to be a shared, warm, and dynamic space for energy exchange.”

To him, a medical career is a form of curatable life design. From functional medicine to short-form video, personal IP development to content branding and narrative storytelling, the annual summit broke free from the conventions of traditional medical congresses. It became a deep, cross-disciplinary stream of ideas, networking, and entrepreneurship. In Dr. Chang’s eyes, it was a training ground, one that reconnects physicians to society and the world at large.

“The white coat should not be merely a job title. It can be a medium, a style, even a language.”

Speakers at the summit embodied this new narrative. Some built brands through digital content; others embedded cross-sector storytelling into medical practice; still others entered the market as entrepreneurial disruptors. This new generation of physicians is no longer defined solely by technical expertise—they are content creators, knowledge translators, and the nucleus of community magnetism.

But Dr. Chang’s vision extends far beyond the event itself. What he is building through White Coat Life is an emerging ecosystem: one that spans Chinese medicine, Western medicine, and dentistry, and includes physician KOLs from all generations. He is not just offering tools and knowledge, but constructing a continuously evolving and amplifying platform for reimagining medical value.

“We are not just creating an academy. We are shaping a holistic system for diverse physician growth. Our core values: multiplicity, multidimensionality, and meaningful life design. Our mission: to inherit and innovate, to integrate and share, to curate and educate.”

This blueprint is already taking shape, through closed-door workshops, real-world immersion programs, and physician-only KOL strategy labs. Each initiative is designed to help doctors reclaim their narrative, understand the industry, and restore the power of personal choice.

This is not just a summit. It is the beginning of a co-learning revolution. And the white coat? It’s no longer just a uniform. It’s a map of a life one chooses to author.

Yi-chen Chang: The Next Frontier of Medical Practice Lies in Narrative Sovereignty

As the Executive Director of the Hsinchu Branch of China Medical University Hospital and a professional with a strong background in journalism and communication, Yi-chen Chang offered a pointed observation during the summit: in an era where healthcare is increasingly mediated by the press and digital platforms, medical professionalism is no longer defined solely by technique or data—it must be translated into a public language that is understandable, transmittable, and impactful.

“Professionalism is not diluted by exposure. What gets diluted is the expertise that fails to be properly articulated.”

She highlighted a common dilemma facing many physicians in the age of social and mainstream media: even with exceptional clinical skills and strong reputations, those unable to navigate the rhythm of public discourse, incorporate news elements, or construct compelling patient-centred narratives are left to be defined and potentially misunderstood—by others.

From her experience, three core elements form the foundation of effective medical storytelling: newsworthiness, patient-centred storytelling, and visual persuasiveness. She stressed that physicians must take the initiative to create narratives with public value, delivered in ways that are situational, relatable, and emotionally resonant, not limited to charts or technical jargon.

“If you don’t own the narrative, you must bear the consequences of someone else’s version of it.”

For Chang, short videos and social media are not mere marketing tools, but strategic instruments of contemporary healthcare communication, vital syntaxes for trust-building and professional influence. Trust today, she explained, comes not just from medical skill, but from the ways in which care is communicated, visualised, and made accessible to the wider public.

In her view, the next challenge physicians face is not merely clinical complexity, but the societal perception of their role. Narrative sovereignty—owning and articulating one’s story, will determine how medical professionals are positioned and valued in the public domain.

Karren Kao: From Medical Student to Visual Storyteller, Choosing a Different Way to Embrace Vulnerability

Not every medical student is destined for a clinical path. For Karren Kao, the medical field was never solely about technical output—it was, more profoundly, about holding space for human vulnerability, pain, and uncertainty. She chose to stay, just in a different way: through the lens of a camera.

“That was the moment I realized I wasn’t leaving medicine, I was walking toward another form of healing.” During her final year of medical school, a candid photo of her taken during an internship revealed a version of herself she hadn’t seen before—one that contrasted starkly with the anxious, self-doubting student she used to be. It became a turning point in her life, showing her that medicine isn’t only about treatment, but also about empathy and presence.

Karren shared a powerful memory from her clinical training: a pregnant woman, preparing for childbirth, asked her to stay, not for her medical expertise, but simply because she had held the woman’s trembling hand. It was a moment of silent trust, a wordless bond of comfort.

“I thought that experience would solidify my desire to become a doctor. Instead, I discovered I longed more for connection, for presence, for the warmth we can offer one another.” Photography, for her, wasn’t a way to escape the clinic, but a continuation of it, capturing what the charts couldn’t: the quiet glimmers of humanity in the medical experience.

At the DR.HAO Academy Summit, her story wasn’t just an inspiring anecdote—it was an opening. It invited students and young doctors who felt misplaced in the mainstream path to consider another possibility: you can step outside the expected narrative and still remain true to the heart of medicine.

Karren never left medicine. She simply found another way to hold people.

Chien-yu Lin: Marketing Isn’t a Firework, It’s a Long-Term Architecture of Trust

As the medical field steps into an era of high media visibility, Dr. Chien-yu Lin, founder of the Taiwan Dental Marketing Academy (TDMA), offers guidance that is less about tactics and more about a reaffirmation of professional ethics.

“Short videos aren’t about making you famous, they’re about starting a conversation,” he states. In an age where trust is fragmented, Lin argues that a physician’s expertise shouldn’t hinge on a fleeting moment in the spotlight, but rather be built through carefully crafted, sustained storytelling:

“A doctor isn’t trusted after a single statement. Trust is designed, it doesn’t just happen.”

Lin likens this design to a “funnel of trust,” but he avoids formulaic talk—instead, he speaks of rhythm and logic. He understands that visibility might attract attention, but what makes a physician remembered and respected amid the noise is the consistent, thoughtful delivery of content—not one-hit topics, but the gradual accumulation and translation of meaningful viewpoints.

This kind of content creation isn’t about loud persuasion, it’s about quiet refinement. “If you can’t explain your expertise in a way people want to listen to, then no matter how good your skills are, they’ll stay locked behind a wall of misunderstanding,” he cautions. For him, “translation” is the true language of a doctor—not just of words, but of trust.

“Marketing isn’t a firework—it’s a rhythm. It’s about letting your expertise become memory, and then a choice,” Lin explains. In his framework, a physician should be a deliberate, value-driven communicator, not just another player on a platform. Because professionalism isn’t about speaking louder—it’s about giving people a reason to stay and listen.

Michael Tsao: Risk Isn’t a Warning, It’s the Starting Point of Strategy

While most doctors still see clinic management as an extension of their profession or a personal dream, Michael Tsao, Director of YUE TING Dental Clinic, draws a much sharper and more strategic line—one rooted not in ideals, but in survival.

“You either go big, or stay small. The most dangerous position is in the middle.”

This isn’t a catchy slogan, it’s structural diagnosis.

Tsao categorizes clinics into three distinct operational models: Large-scale clinics wield capital and R&D capabilities, using technological advantages to build barriers of scale.

Small-scale clinics survive by cultivating trust and embedding deeply within their communities, allowing for high flexibility and tight cost control.

But mid-sized clinics? They sit uncomfortably between the two extremes, lacking both innovation investment and relational depth, making them the most vulnerable in market competition.

“Strategy means daring to invest in R&D while having the discipline to control costs. That’s not sentimentality. That’s survival.”

Tsao points out that many doctors are full of ambition when it comes to starting their own clinic—but few are truly prepared to bear the risks that come with it. This gap between aggressive intent and risk consciousness represents a systemic blind spot in today’s healthcare entrepreneurship landscape.

He also referenced a key observation from the summit: Almost every question from the audience was some version of “What if this goes wrong?”

This defensive mindset, he notes, reflects the broader culture of risk-aversion among medical professionals.

“Risk isn’t something you avoid. It’s something you design around. How you define, deconstruct, and distribute risk determines whether you even have the right to talk about growth.”

To Tsao, a clinic is not a dream incubator, it’s a functioning business machine. Without strategic vision and operational clarity, even the most skilled doctors may be crushed by flawed cost structures and delayed decision-making.

While others at the summit spoke of storytelling, branding, and emotional resonance, Tsao chose to speak the language of risk and structure.

His voice wasn’t the most passionate, but it was the most grounded. In a room full of visionaries, he was the cash flow statement everyone needed to hear.

Yu-yen Huang: A Doctor’s Path Need Not Be Purposeful, It Can Be Exploratory

Yu-yen Huang’s career path, from medical diplomat in Africa to founder of a health-focused weight management clinic, may seem unconventional, but it follows a consistent inner logic. He doesn’t chase titles or seek validation through social expectations. At the DR.HAO Academy Summit, he stated plainly:

“The core of my life is to have fun. If there’s something unknown and worth exploring, I’ll go for it.”

This isn’t about recklessness. Behind his choices lies a clear, flexible philosophy of action—one that avoids rigid goals or single-track ambitions, and instead leaves room for curiosity and detours. He calls this approach “small-step probing”—not diving headfirst into new territory, but edging closer to possibilities before deciding whether to commit.

“You don’t need to have all the answers from the start,” he said. “It’s enough to know whether you’re willing to take the next step.”

His sense of pacing contrasts sharply with the medical education system’s emphasis on precision and certainty. He admitted that the biggest resistance doctors face in transitioning often doesn’t come from external reality, but from internal fear of uncertainty, especially the self-doubt of “Am I good enough?” or “Am I betraying my profession?”

He had once felt the same, until one day he realized: “When you think something is too basic to be worth sharing, it’s usually not because it lacks value—it’s because you’ve stayed in the field too long to see it clearly.”

“We often underestimate how valuable foundational knowledge can be, just because it’s familiar to us doesn’t mean it’s not fresh to others.”

At the summit, Huang didn’t talk about lofty visions or big-picture plans. He spoke about preserving flexibility in choices and keeping playfulness alive in exploration. He discussed magic, the psychology behind doctor–patient interaction, and how to make something both professional and enjoyable. His words weren’t prescriptive, but they carried a strong sense of personal agency.

And that tone, casual yet resolute, offered a rare kind of permission for those physicians just beginning to question their traditional career paths: the permission to move forward even without complete certainty.

When Being a Doctor Is No Longer the Only Answer: Storytelling and New Media as the Next Path

Charlene Chen, director of L’EXCELLENCE Clinic, bridges the worlds of clinical practice, branding, and digital content. As a self-media creator with nearly 90,000 YouTube subscribers, she has also appeared on mainstream media and talk shows. In her view, being a doctor is not just a professional role, it’s a public figure that deserves to be understood and amplified:

“Many believe doctors should stay focused on clinical work and avoid media exposure. But in an age of fragmented information, if professionals don’t proactively speak up, they risk being misunderstood or replaced.”

Charlene doesn’t shy away from online scrutiny. She acknowledges that stepping into the public eye as a physician inevitably invites criticism, but rather than absorbing it passively, she chooses to analyse the root causes:

“Most of the attacks aren’t personal, they’re projections of broader societal insecurity. The more you understand that, the more grounded you become.”

For Charlene, storytelling and content creation are not distractions from medicine, they are part of its future.

Intersecting with her was a radically different path in medicine. Dr. Ming-Yang Shih, once a government-sponsored medical student within a traditional medical center, chose to depart from the conventional route after fulfilling his obligations to the system. Instead of following the expected ladder of promotion, he began to redesign his role as a physician. He reflects:

“I had spent years answering to the system. At some point, I wanted my career to be a journey that truly serves myself.”

Dr. Shih didn’t leap out all at once. He admits the early stages of his transition were filled with uncertainty—mainly because the goals were no longer set by others, but required him to ask inwardly:

“What kind of pace do you want? What kind of role do you envision?”

What the DR.HAO Academy summit offered him wasn’t a clear direction, but a mirror. Surrounded by speakers and peers who had already carved alternative paths, he came to realize that choosing itself is a form of professional literacy.

For both Charlene Chen and Ming-Yang Shih, stepping into the public, or pivoting toward the personal, was not a rejection of medicine, it was an extension of it. Their expertise didn’t disappear; it simply found a new way to be seen, understood, and trusted.

This is the starting point of the physician multiverse, where clinical practice is no longer the only stage, and influence flows beyond the consultation room and into society.

Harry Hsu: The Next Battlefield for Physicians Is the Global Trust Coordinate

In a world where global order is in flux and trust structures are being radically reshaped, the medical field is undergoing a profound transformation, one that goes far beyond clinical skill. At its core lies a pivotal question: how can physicians redefine their position and influence in society on a global scale?

Harry Hsu, CEO of《The Icons》—a British global leadership media platform, has spent years helping leaders across medicine, technology, finance, and policy articulate their international impact and cultivate trust capital. He is clear-eyed in his assessment:

“The true power of medicine lies not only in the consultation room, but in the trust built between physicians and society. Trust isn’t a static asset, it must be continuously reconstructed, intentionally designed, and integrated into a physician’s influence.”

Hsu believes the challenges facing medical professionals today extend well beyond the boundaries of their technical expertise. In an era of global value clashes and widespread societal anxiety, physicians who confine themselves to traditional roles risk becoming irrelevant in shaping the future:

“From a brand leadership perspective, modern medical professionalism is no longer just a contest of competence, it’s a competition of values and trust. Physicians must ensure their expertise is not only credible, but also comprehensible and visible. Without that, even the highest calibre of knowledge will fail to create impact.”

What physicians truly need, Hsu argues, is not fleeting popularity or viral content, but a strategic narrative framework, one that resonates across borders and speaks to universal human concerns:

“The story you choose to tell defines how the world perceives your role. Trust doesn’t happen by accident; it must be designed, cultivated, and sustained through systems of communication.”

This shift isn’t just a personal evolution, it’s a strategic imperative for the entire medical profession. As Hsu emphasizes, every doctor already knows that beyond the science of medicine lies a broader story, one of leadership, relevance, and global purpose.

“In an era dominated by noise and superficial branding, many chase the illusion of a ‘personal brand.’ But physicians are called to a higher form of influence, a leadership brand that transcends industry, carries shared values, and shapes public dialogue. What endures is not clicks or trends, but trust, and the ability to offer direction and meaning in uncertain times.”

White Coats Are More Than a Title, They Are a Life Design Blueprint for Every Physician

If this summit served as a gateway for physicians to rediscover their identities, then Dr. Roger Chang is the one who opened that door.

The founding purpose of DR.HAO Academy was never to train doctors into entrepreneurs or content creators, but to help them realise this truth: a physician’s identity does not have to be confined to the clinic, it can be reinterpreted as a personal narrative, shaped by one’s own values and aspirations.

“What we’re doing is helping each physician realise they have the power to design their own life.”

For Dr. Chang, the “white coat” should never be just a uniform, or a societal label of professional status. It is a language of identity, a lens through which one can reframe possibility. Whether choosing to stay deeply rooted in the hospital system, build a personal brand, become a creator, or participate in public discourse, these paths should stem from a conscious recognition of self-worth, not from the traditional ladder of institutional advancement.

“There is no single path anymore. A physician’s career should never look just one way. Beneath each white coat is a unique blueprint and personal story.”

Through DR.HAO Academy, he hopes to connect physicians from all backgrounds, traditional Chinese medicine, Western medicine, and dentistry, to build a cross-generational, interdisciplinary space for learning and growth. This isn’t just about branding or entrepreneurship. It’s about awakening a collective awareness: that physicians, too, can become storytellers, curators, and active participants in shaping the future of healthcare.

This summit, then, was not merely about expanding individual career choices, it was a turning point in how healthcare narratives are constructed. When physicians begin to tell their own stories, and when the white coat gains new layers of meaning, the profession as a whole stands a better chance of being understood and trusted by society.

“When doctors learn to choose, medicine becomes freer. And when the white coat is no longer just a title, but a tool for life design, that’s when true professionalism for this era begins.”

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Driven by globalisation and digitalisation, Nike has not only expanded its market share but has also actively responded to the social responsibilities that modern businesses face. Particularly in addressing global challenges such as climate change and environmental protection, Nike has demonstrated its forward-thinking leadership within the industry. Former Nike CEO John Donahoe stated: “We have always believed that sport has the power to change the world, and our responsibility extends beyond winning on the field to protecting our shared home – the planet.”

As environmental awareness continues to grow globally, Nike, as an industry leader, bears a dual responsibility: to promote the development of sports culture while safeguarding the future of the Earth. By participating in the RE100 initiative and launching its “Move to Zero” campaign, Nike has committed to achieving zero carbon emissions and zero waste:

“Our sustainability goals are not just a brand slogan but a tangible action plan. We are fundamentally transforming Nike’s operations, from business models to supply chain management, ensuring that our core values align with sustainable development, creating a better environment for the future.”

Global Renewable Energy Strategy: Fulfilling the Commitment to Net Zero Emissions

As a member of the RE100 initiative, Nike is actively participating in this global effort, committed to achieving the goal of using 100% renewable electricity. Nike has set a plan to power all its global operational facilities with renewable energy by 2025, and by 2023, it had already achieved a 96% renewable energy usage rate in its owned and operated facilities, a significant leap from 48% in 2020. This achievement not only demonstrates Nike’s determination to reduce carbon emissions but also sets an example for other global companies on the path of energy transformation.

Nike’s renewable energy strategy extends beyond its own facilities, encompassing a broader collaboration across its supply chain. Nike works closely with its suppliers, actively encouraging them to adopt renewable energy in their operations. It also provides technical support and resources to facilitate their transition to more sustainable energy practices. This comprehensive energy transformation not only helps reduce Nike’s carbon footprint but also fosters sustainable development among other companies in the supply chain.

“Participating in the RE100 initiative is an important step towards our sustainability goals. We understand that only by fully adopting renewable energy can we truly reduce our carbon emissions,” emphasised John Donahoe. He added that Nike’s involvement goes beyond its own targets, aiming to address global climate change challenges and lead the industry toward a more sustainable future. Collaboration is essential for companies to achieve this grand vision.

However, the challenges Nike faces are not confined to its direct operations. With a global supply chain, particularly in regions like Vietnam and China that heavily rely on coal energy, Nike encounters significant obstacles in reducing carbon emissions across its supply chain. Energy transitions in these regions are more complex, and Nike must work closely with local governments, businesses, and non-governmental organisations to drive effective change.

In response to these challenges, Nike is placing greater emphasis on technological innovation and cross-industry collaboration to meet its sustainability goals. Nike’s success depends not only on its own efforts but also on the collective involvement of the entire industry. As John Donahoe stated, “We must work hand in hand with suppliers and industry partners to truly realise the vision of net zero emissions.” This spirit of collaboration and drive for innovation will be crucial as Nike continues to advance on its path toward sustainable development.

Nike’s Global Green Revolution: Transforming Supply Chains and Setting New Industry Standards

Nike has deeply embedded environmental principles into the core of its operations, showcasing a profound impact across its global supply chain. Through the “Move to Zero” initiative, Nike has set ambitious long-term goals to achieve zero carbon emissions and zero waste. This vision extends not only to Nike’s own factories and offices but also elevates environmental standards throughout its global supply chain. The initiative underscores the importance of collaboration with business partners, encouraging collective action:

“Our mission is to work alongside Nike and global supply chain partners to drive a more sustainable future. We understand that only through unified corporate collaboration can a true green revolution be achieved.”

Through this initiative, Nike encourages suppliers and partners to rethink their production methods and integrate environmental consciousness into their daily operations. This includes sharing technology and resources to help partners adopt renewable energy and low-carbon manufacturing techniques, further enhancing the eco-efficiency of the global supply chain:

“We are not moving forward alone—this is a global collective challenge, and we must work hand-in-hand to contribute to reducing carbon emissions.”

These measures have prompted many companies to take their environmental responsibilities seriously and actively face the challenges. Nike is leading the standardisation of global supply chain practices, guiding other companies towards more sustainable development. This green revolution has not only effectively reduced carbon emissions across the supply chain but has also allowed Nike and its partners to remain competitive in a fiercely contested market.

Green Revolution: Transforming Supply Chains and Redefining Industry Standards

Nike’s global impact extends far beyond its internal operations, actively promoting environmental action worldwide through collaborations with governments and international organisations. By participating in numerous international environmental agreements, Nike has positioned itself as a key advocate in global climate action. These partnerships not only enhance Nike’s presence on the global stage but also serve as a model for other companies, demonstrating how corporate and governmental cooperation can help achieve sustainability goals.

As global demand for environmentally friendly products continues to rise, Nike’s initiatives are not only in line with this trend but are also driving industry transformation. More businesses are now reassessing their production methods and placing greater emphasis on environmental responsibility. These efforts not only help Nike maintain its competitive edge but also make an indispensable contribution to global environmental protection:

“Our vision is not just to lead the sportswear market but to guide the industry into a sustainable future. This requires a collective effort, incorporating environmental principles into every stage, from manufacturing and design to operations. This is not just Nike’s revolution, it’s the world’s revolution. We must work together to leave behind a cleaner, more sustainable planet for the next generation.”

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The post The Global Era of ‘Net Zero’ Has Arrived: Former Nike CEO John Donahoe Unveils a Revolutionary New Energy Strategy, Ushering in a Sustainable Future! first appeared on The Icons.